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Swider, B.W., Barrick, M.R., & Harris, B.L. (2016). Initial impressions: What they are, what they are not, and how they influence structured interview outcomes, Journal of Applied Psychology, 101:625-638
W. Swider, R. D. Zimmerman, and M. R. Barrick (2015). Searching for the Right Fit: Development of Applicant Person-Organization Fit Perceptions During the Recruitment Process. Journal of Applied Psychology, 100, 880-893.
Barrick, M.R., Thurgood, G.R., Smith, T.A., & Courtright, S.H. (2015). A model of collective organizational engagement: motivational antecedents, strategic implementation as a moderator, and firm level performance. Academy of Management Journal , 58: 111-135.
Li, N., Barrick, M. R., Zimmerman, R. S., & Chiaburu, D. C. (2014). Retaining the productive employee: The role of personality. Academy of Management Annals, 8, 347-395.
Colbert, A.E., Barrick, M. R., & Bradley, B. H. (2014). Personality and Leadership Composition in Top Management Teams: Implications for Organizational Effectiveness. Personnel Psychology, 67, 351-387.
Barrick, M.R., Mount, M. K., & Li, N. (2013). The Theory of Purposeful work behavior: The role of personality, job characteristics, and experienced meaningfulness. Academy of Management Review.
Barrick, M.R., Dustin, S.D., Giluk, T., Stewart, G. L., Shaffer, J., Swider, B. (2012). Candidate Characteristics Driving Initial Impressions during Rapport Building: Implications for Employment Interview Validity. Journal of Occupational & Organizational Psychology, 85, 330-352.
Barrick, M.R., & Mount, M. K. (2012). Nature and Use of Personality in Selection. In N. Schmitt (Ed.), The Oxford Handbook of Personnel Assessment and Selection. New York: Oxford University Press (New York), pp 225-251.
Stewart, G. L., Courtright, S. H., & Barrick, M. R. (2011). Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence with Individual and Group Performance. Journal of Applied Psychology, 97, 435-447.
Swider, B., Barrick, M.R., Harris, BL., & Stoverink, A. (2011). Managing and creating an image in the interview: The role of interviewee initial impressions. Journal of Applied Psychology, 96, 1275-1288.
Barrick, M. R., Swider, B., & Stewart, G. L. (2010). Initial Evaluations in the Interview: Relationships with Subsequent Interviewer Evaluations and Employment Offers. Journal of Applied Psychology, 95, 1037-1046.
Zimmerman, R.D., Triana, M.C., & Barrick, M.R. (2010). Predictive criterion-related validity of observer-ratings of personality and job-related competencies using multiple raters and multiple performance criteria. Human Performance, 23, 361-378.
Barrick, M.R., Shaffer, J.A., & DeGrassi, S.W. (2009). What You See May Not Be What You Get: A Meta-Analysis of the Relationship between Self-Presentation Tactics and Ratings of Interview and Job Performance. Journal of Applied Psychology, 94, 1394-1411.
Barrick, M.R., & Zimmerman, R.D. (2009). Hiring for retention and performance. Human Resource Management, 48, 183-206.
Stewart, G. L., Darnold, T., Barrick, M. R., & Dustin, S. D. (2008). Exploring the Handshake in Employment Interviews. Journal of Applied Psychology, 93, 1139-1146.
Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H., & Barrick, M. R. (2008). CEO Transformational Leadership: The Role Of Goal Importance Congruence In Top Management Teams. Academy of Management Journal, 51, 81-96.
Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The moderating role of top management team interdependence: implications for real teams and working groups. Academy of Management Journal, 50, 544-557.
Barrick, M. R., & Mount, M. K. (2005). Yes, Personality Matters: Moving on to More Important Matters. Human Performance, 18, 359-372.
Barrick, M. R., Parks, L., & Mount, M. K. (2005). Self-Monitoring as a Moderator of the Relationships between Personality Traits and Performance. Personnel Psychology, 58, 745-768.
Barrick, M. R., & Zimmerman, R. D. (2005). Reducing Voluntary, Avoidable Turnover through Selection. Journal of Applied Psychology, 90, 159-166.
Kristof-Brown, A., Barrick, M. R., Stevens, C. K. (2005). When Opposites Attract: A Multi-Sample Demonstration of Complementary Person-Team Fit on Extraversion. Journal of Personality, 73, 935-957.
Mount, M. K., Barrick, M. R., Scullen, S. M., & Rounds, J. (2005). Higher Order Dimensions of the Big Five Personality Traits and the Big Six Vocational Interest Types. Personnel Psychology, 58, 447-478.
Stewart, G. L., Smithey Fulmer, I., & Barrick, M. R. (2005). An Exploration of Member Roles as a Multilevel Linking Mechanism for Individual Traits and Team Outcomes. Personnel Psychology, 58, 343-366.
Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R, (2004). Interactive Effects of Personality and Perceptions of the Work Situation on Workplace Deviance. Journal of Applied Psychology. 89, 599-609.
Barrick, M. R. & Mount, M. K. (2003). Impact of meta-analysis on understanding personality performance relations. K. M. Murphy (Ed.)., Meta-Analysis. Lawrence Erlbaum Associates, Inc.
Stewart, G. L., & Barrick, M. R. (2003). Four lessons learned from the person-situation debate: A review and research agenda. B. Smith & B. Schneider (Eds.), Personality and Organizations. Lawrence Erlbaum Associates, Inc.
Barrick, M. R. Mitchell, T. R. & Stewart, G. L. (2003). Situational and motivational influences on trait-behavior relationship. M. R. Barrick & A.M. Ryan (Eds.), Personality and work: Reconsidering the role of personality in organizations, 60-82, San Francisco: Jossey-Bass.
Barrick M. R., Mount, M. K., Gupta, R. (2003). Meta-analysis of the Relationship between the Five-Factor Model of Personality and Holland’s Occupational Types. Personnel Psychology, 56, 45-74.
Barrick, M. R. & Ryan, A. M. (2003). Personality and work: Reconsidering the role of personality in organizations. San Francisco: Jossey-Bass.
Mount, M.K., Barrick, M. R. & Ryan, A. M. (2003). Research themes for the future. Personality and work: Reconsidering the role of personality in organizations, 326-344. San Francisco: Jossey-Bass.
Barrick, M. R., Stewart, G. L., & Piotrowski, M. (2002). Personality and Job Performance: Test of the Mediating Effects of Motivation Among Sales Representatives. Journal of Applied Psychology, 87, 43-51
Kristof-Brown, A. Barrick, M. R., & Franke, M. (2002). Applicant Impression Management: Dispositional Influences and Consequences for Recruiter Perceptions of Fit and Similarity. Journal of Management, 28, 27-46.
Witt, L. A., Burke, L. A., Barrick, M. R., & Mount, M. K. (2002). The Interactive Effects of Conscientiousness and Agreeableness on Job Performance. Journal of Applied Psychology. 87, 164-169.
Barrick, M. R., Mount, M. K., & Judge, T. A. (2001). Personality and Performance at the Beginning of the New Millennium: What Do We Know and Where Do We Go Next?. Invited submission to a special “selection” issue of International Journal of Selection and Assessment, 9, 9-30.
Strauss, J. P., Barrick, M. R., & Connerley, M. L. (2001). An investigation of personality similarity effects (relational & perceived) on peer and supervisor ratings and the role of familiarity and liking. Journal of Organizational and Occupational Psychology, 74, 637-657.
Barrick, M. R., Patton, G. K. & Haugland, S. N. (2000). Accuracy of Interviewer Judgments of Job Applicant Personality Traits. Personnel Psychology, 53, 925-954.
Barrick, M. R., & Mount, M. K. (2000). Select on Conscientiousness and Emotional Stability. E. A. Locke (Ed.), Handbook of Principles of Organizational Behavior, 15-28. Blackwell Publishers.
Mount, M. K., Witt, L.A., & Barrick, M. R. (2000). Incremental validity of empirically keyed biodata scales over GMA and the five factor personality constructs. Personnel Psychology, 53, 299-323.
Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43, 135-148.
Judge, T. J., Higgins, C. A., Thoresen, C. J.,& Barrick, M. R. (1999). The Big Five personality traits, general mental ability, and career success across the life span. Personnel Psychology, 52, 621-652.
Mount, M. K, Barrick, M. R. & Strauss, J. P. (1999). The joint relationship of conscientiousness and ability with performance: Test of the interaction hypothesis. Journal of Management, 25, 707-722.
Mount, M. K., & Barrick, M. R. (1998). Five Reasons why the “Big Five” article has been frequently cited. Personnel Psychology, 51, 849-858.
Barrick, M. R., Stewart, G. L., Neubert, M., & Mount, M. K. (1998). Relating member ability and personality to work team processes and team effectiveness. Journal of Applied Psychology, 83, 377-391.
Mount, M. K., Barrick, M. R., & Stewart, G. L. (1998). Personality predictors of performance in jobs involving interaction with others. Invited submission to a special “personality” issue of Human Performance, 11, 145-166.
Barrick, M. R., & Mount, M. K. (1996). Effects of impression management and self-deception on the predictive validity of personality constructs. Journal of Applied Psychology, 81, 261-272.
Dunn, W., Mount, M. K., Barrick, M. R., & Ones, D. S. (1995). The Big Five personality dimensions, general mental ability and perceptions of employment suitability. Journal of Applied Psychology, 80, 500-509.
Mount, M., K., & Barrick, M. R. (1995). The Big Five personality dimensions: Implications for research and practice in human resource management. Research in Personnel and Human Resources Management, 13, 153-200.
Barrick, M. R., Mount, M. K., & Strauss, J. P. (1994). Antecedents of involuntary turnover due to a reduction in force. Personnel Psychology, 47, 515-536.
Mount, M. K., Barrick, M. R., & Strauss, J. P. (1994). Validity of observer ratings of the Big Five personality factors. Journal of Applied Psychology, 79, 272-280.
Ones, D. S., Mount, M. K., Barrick, M. R., & Hunter, J. E. (1994). Personality and job performance: A critique of the Tett, Jackson, & Rothstein (1991) Meta-Analysis. Personnel Psychology, 47, 147-156.
Barrick, M. R., Mount, M. K., & Strauss, J. P. (1993). Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting. Journal of Applied Psychology, 78, 715-722.
Barrick, M. R., & Mount, M. K. (1993). Autonomy as a moderator of the relationships between the Big Five personality dimensions and job performance. Journal of Applied Psychology, 78, 111-118.
Viswesvaran, C., Barrick, M. R., & Ones, D. S. (1993). How definitive are conclusions based on survey data: Estimating robustness to nonresponse. Personnel Psychology, 46, 551-567.
Barrick, M. R., & Alexander, R. A. (1992). Estimating the benefits of a quality circle intervention. Journal of Organizational Behavior, 13, 73-80.
Viswesvaran, C., & Barrick, M. R. (1992). Decision-Making effects on compensation surveys: Implications for market wages. Journal of Applied Psychology, 77, 588-597.
Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1-26.
Barrick, M. R., & Alexander, R. A. (1991). Assessing the utility of stochastic employee movements. Decision Sciences, 22, 171-180.
Barrick, M. R., Day, D. V., Lord, R. G., & Alexander, R. A. (1991). Assessing the utility of executive leadership. Leadership Quarterly, 2, 9-22.
Barrick, M. R., Barrett, G. V., Doverspike, D., Robison, S. J., & Grubs, L. L. (1990). Central tendency and its impact on three SDy procedures: A case study. Journal of Occupational Psychology, 63, 265-278.
Alexander, R. A., & Barrick, M. R. (1987). Estimating the standard error of projected dollar gains in utility analysis. Journal of Applied Psychology, 72, 475-479.
Barrick, M. R., & Alexander, R. A. (1987). A review of quality circle efficacy and the existence of positive-findings bias. Personnel Psychology, 40, 579-592.
Cronshaw, S. F., Alexander, R. A., Wiesner, W. H., & Barrick, M. R. (1987). Incorporating risk into selection utility: Two models for sensitivity analysis and risk simulation. Organizational Behavior & Human Decision Processes, 40, 270-286.